In 2003's Pattern Recognition, @greatdismal discusses the role of "apophenia" - finding patterns where none exist - in paranoid thinking. We are a pattern-matching animal, prone to seeing faces in clouds and hearing speech in static.

https://t.co/lKHfKbvzLN

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I spend a lot of time looking in detail at abusive situations where tech plays a starring role: stalkerware, bossware, remote proctoring, etc. But nothing I'd read really prepared me for the tale of @arisevsinc, an abuser without parallel.

https://t.co/olExnSwEcW

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Arise sells itself as a "virtual call center" and boasts of blue-chip clients like Disney, Carnival Cruises, Comcast, Airbnb, Intuit etc. If you've ever called one of these companies, you may have spoken to an Arise worker.

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But that "worker" was not an employee. Arise is a pioneer in worker misclassification, and treats all the people who work for it as "independent contractors." So even though these workers are more tightly supervised and managed than any regular employee, they have no rights.

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You have to pay Arise for the privilege of working for them. Not just buying your own computer, but also paying to be trained in how to pretend to be an employee of Disney or Airbnb and Arise's other customers.

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Execs at these giant corps listen in on your calls while they are in progress or after the fact - and if they detect so much as a squeak from a child, or a noisy neighbor, they can terminate your contract and you lose the money and unpaid labor you spent on training.

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When a new president is sworn in, they gets told a lot of secret stuff - launch codes, backup plans, etc. But one of the best-kept presidential secrets is the "Enemies Briefcase," a collection of "presidential emergency action documents" (PEADs).

https://t.co/A6Jh3Gkip7

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These aren't just revelations about the fallback plans for things like a nuclear strike - they are a meticulously maintained collection of emergency authorities that the administrative branch claims it is entitled to.

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These authorities are analyzed in legal memos that give the president to unilaterally declare an emergency "imposing martial law, suspending habeas corpus, seizing control of the internet, imposing censorship, and incarcerating so-called subversives."

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The PEADs were incredibly well-kept secrets, known only through fragmentary redaction failures, appropriaions and declassifications...Until Trump starting bragging on 'em:

"I have the right to do a lot of things that people don’t even know about." -Donald J Trump

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PEADs are particularly ominous given how many non-secret emergency powers the president has - more than 100 powers granted by Congress and never rescinded, dating back to the Civil War, from freezing bank accounts to deploying troops domestically.

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2018 was almost the year we won the #RightToRepair.

Instead, 2018 turned out to be the year we lost #R2R: 20 bills defeated in 20 state houses, and it was mostly @apple's fault.

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Apple has a problem. As CEO Tim Cook warned his investors at the conclusion of his company's repair-killing lobbying spree, Apple's profits depend on people throwing away their devices, not fixing them.

By monopolizing repairs, Apple doesn't just get to gouge you on parts and service - the real action is in pronouncing your device DOA, beyond repair. Then you have to buy another one.

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Other companies lobbied hard against R2R: John Deere, GM, and other monopolists backed Apple's play. But Apple wrote the playbook, coming up with risible bullshit like claims that blocking independent repair is essential to protecting

Apple's anti-repair FUD got picked up and amplified by Big Car in 2020, when they spent millions fighting an automotive R2R ballot initiative in Massachusetts, claiming that letting independent mechanics at your car would lead to your actual MURDER.

One of the most Monkey's Paw things about my life is my relationship to books. When I was a teenager, I read all the way through the school and public libraries, spent everything I had on books, and still couldn't get enough and dreamt of more.

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Today, as a reviewer, I have more books than I can possibly read, huge, teetering mountains of books that I'm desperate to read, far beyond my ability to ever get through them. Periodically, I declare "book bankruptcy," sweep away the backlog and start over.

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Even then, my eyes are bigger than my stomach: I keep back a few books that I can't bear to part with and promise myself I'll read them someday. Usually I don't, but I just did, and boy did I ever make the right call with @TheUniverse's BROAD

I have read a LOT of histories of computing, and I had a front row seat for a lot of the events depicted in this book - people I worked with, people I worked against - and yet I was surprised over and over again with details and perspectives I'd never encountered.

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For example, for some reason, my ninth grade computer science course included lengthy readings on ENIAC, Univac, the Mark I and the Mark II, but none of those mentioned that they were all programmed exclusively or primarily by women.

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So, I want to talk about how sexual harassment and fair pay are linked at Google (and beyond), because I think that's an angle that isn't being highlighted enough in the coverage of these walk-outs. I'm going to frame it largely around my personal experience there. Thread.

When I was sexually harassed by the director of the area I was working in, I was afraid to report it because I was worried that "getting him in trouble" would result in the subtle retaliation of missed leadership opportunities.

I wanted to continue working on the team I was on, because I'd gained a lot of very deep knowledge and expertise in that area, as well as reputation and camaraderie with the other folks working in that area. I didn't want to make the situation more "difficult."

To get promoted at Google, several need to happen: 1. you need opportunities for ownership and leadership above your current level (basically, opportunities to show you're working at the next level you're trying to get promoted to). The work you're "assigned" has a big impact.

2. You need glowing reviews from peers, *at or particularly above the level you're hoping to get promoted to.* Basically, you need people a lot more senior than you to say you're doing awesome work.

Originally, tweet length was 160 minus username length. One day, I turned to Jack and pointed out that I got one more character than him. He said, "That's not fair. We should standardize." I agreed. He said, "How about 140?" I said, "Sure." And he updated the code.

Last year, we upgraded tweet length to 280 and guess what? Use of 'please' is up 54% and 'thank you' is up 22%. I love that! Also, people are asking more questions and having more conversations. All this, and the majority of tweets are still under 140. It worked.

Most software founders, particularly in B2B, need to get radically better at sales. @Steli , who is the best person for explaining the scrappy stages in the beginning and then building out a team with scripts and processes, wrote a guide to:

For technical founders it is irrationally, obscenely hard to reverse years of programming (ba dum bum) that sales is a value-destroying activity. Sales is CLEARLY a value-creating activity, contingent on you have a value-creating product.

The world will not drop what they are doing to adopt your work. This is particularly true in B2B, where simply building a better mousetrap won't overcome the activation energy required to get people with additional non-mice problems to prioritize changing mousetraps today.

This is very non-obvious for founders because founders are not often people who *want* to be sold to. We often come from a background where trying out tools is a bit of a fun hobby. We like looking at all the options, making charts, and ripping out partially complete tests.

"This week I unsuccessfully trialed four software options for automating that thing that has been killing us. Our actual production process remains the same as last week. Don't worry; this was a great use of time." is not a thing you want to write in a progress report to manager.

People sometimes ask me what my vision of DeFi is. This is a very tough question. DeFi is very messy with thousands of experiments happening. But high level, I think DeFi will go through 2 phases:

During the 1st phase (next 2-5 years), we'll continue to build games, casinos, and speculative products.

This sounds uninspiring. But it has two main important consequences.

1) This will ultimately lead to hundreds of millions of users to install wallets and get uncomfortable with the UX.

2) This will force the tech (especially scaling) to mature.

Once we've achieved these two goals, phase 2 begins. In phase 2, products that serve real economic activities / integrated with the real economy will be built and flourish.

Right now, such products barely exist. @terra_money comes to mind. But this is the kind of products that I really look forward to. They are more economically sustainable, and create more value.